杜邦安全文化(全面)

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,23,杜邦安全文化,DuPont Safety Culture,诠释杜邦安全文化,Interpret DuPont Safety Culture,什么是组织(公司)文化?,What is Corporate Culture?,组织文化的历史,History of Corporate Culture,在20世纪80年代，随着日本企业竞争的快速增强，许多学者开始对日本企业的管理进行研究，结果他们发现日本企业的文化特征是促使企业发展的重要因素。因此，管理学家开始对企业文化或组织文化给予了相当热情的研究。,PK,J,模式,J Mode,A,模式,A Mode,组织文化的定义,Definition of Corporate Culture,我们这儿做事的方式,How things done around here,核心价值,Core values,组织文化有共同的价值观组成，它制约组织成员的行为，帮助他们理解组织,组织文化是只有组织成员共享的态度、价值观、行为规范和期望等组成的认知框架,组织文化是只组织开发的、用于知道成员行为的、有大家共享的行动、价值观和观念体系,“组织文化即组织成员所共同拥有的基本假设，是组织在解决自身的外部适应和内在整合问题是发展出来的，由于运作良好，所以在遇到相关问题时，会被视为有效的解决方法，不但会被组织当成正确知觉、思考及感觉的方式，而且会传授给新进成员。”,-埃德加 沙因,Edgar,Schein,1985,组织文化的层次,Level of Corporate Culture,表象 （人工制品及创造物）,Artifacts,价值观,Values,基本假设,Basic assumptions,表象（人工制品及创造物）,Artifacts,可以观察到的组织结构和组织过程等。其它观点用来描述文化。,The visible, tangible and audible results of activity that are grounded in values and assumptions. Usual ways to describe culture.,故事,Stories,历史,History,英雄,Hero,失败者,Loser,仪式和常规,Rituals and Routines,语言,Languages,符号(图腾),Symbolic aspects (Totem),禁忌,Tabu,杜邦的安全历史,DuPont Safety History,1802,年由,E.I,杜邦先生创办，最初生产火药。,Founded by E.I Dupont in 1802, produces gun powder.,E.I,杜邦,E.I,Du,Pont,杜邦安全里程,DuPont Safety Journey,1811年，第一个安全规则。,1811,established the first safety rule.,1912年，开始统计安全绩效。,1912,started safety performance statistic,1940,s，,提出“所有伤害和职业病都是可以预防的”。,1940,s, develop concept of “,All injuries and illnesses can be prevented,”,1950,s，,推出工作外安全计划。,1950,s, promote off-the-job safety program,1966,s，,推出工艺危害评估管理。,1980,s，,参与责任关怀计划。,1980,s, participate in Responsible Care Program,1994，在全球推行责任关怀计划,1994,implement RC globally.,火药研磨车间,Gun Powder Mill,第一个安全规则,The First Safety Rule,杜邦安全语言,DuPont Safety Language,PSM,PPE,FAC MTC RWC LWC ?,ER? OER?,PHA?,?,杜邦安全符号(图腾),DuPont safety Symbolic Aspects (Totem),建筑物,Building,制服,Uniform,办公室,Offices,SHE,仪式和常规,Rituals and Routines,新员工培训,New employee orientation,庆祝安全里程碑,Celebration of safety milestones,安全会议,Safety Meetings,安全审计,Safety Audit,安全日活动,Safety Day,Tool box meeting ,规范,Norms,杜邦安全文化的规范，规定什么样的行为是合适的，哪些是重要的，那些是禁止的。,Norms of DuPont safety culture, define acceptable vs. not acceptable behaviors.,安全是各级管理层的责任,Safety is line management responsibility,不安全状况必须得到改正,Unsafe conditions shall be corrected,所有的事故都必须汇报,All incident shall be reported,安全保命条例,Life saving rules,不可违背的安全规则,Inviolable safety rules,Note:,Ott, 1989 separate norms as one more level of corporate culture,价值观,Values,社会法则、指导哲学、战略、目标等内在的价值。,Social principles, philosophies, goals, and standards considered to have intrinsic worth.,Our Most Valuable Resources Is Our Employees.,我们最有价值的资源是我们的员工。,保护环境,Environment,职业道德,Business Ethic,安全,Safety,人,People,Valuing and Protecting People.,以人为本的安全管理理念。,基本假设,Basic assumptions,理所当然的关于现实、时间、空间、真理、人性和人际关系的认识。,Taken,-,for-granted beliefs about reality, human nature,杜邦的安全文化的假设,DuPont Safety Culture Assumptions,所有的伤害和职业病都是可以预止的。,All injuries and illnesses can be prevented.,我们最有价值的资源是我们的员工。,Our Most Valuable Resources Is Our Employees.,防止伤害和职业病产生经营效益。,Safety is a good business.,管理层对安全负责,Management is responsible,人是安全健康管理计划成功最关键因素。,People are the most important element of the safety and health program.,杜邦安全文化,DuPont Safety Culture,安全文化是杜邦企业文化的主要组成部分。安全文化在杜邦属强文化，并与杜邦组织目标一致。,Safety culture is an important part of DuPont culture. Safety culture is strong culture which align with organizational goals.,组织文化策略,Corporate Culture Strategy,表象,Artifacts,价值观,Values,核心假设,Key,Assumptions,思想改变人的行为,Consciousness impacts Behavior,行为改变人的思想,Behavior impacts consciousness,通过实践,Via practice.,通过培训、言传身教,Via training and coaching,领导者询问、测量、评论、称赞与批评安全相关的事物,Leader question, measure, critique, encourage and criticize things around safety.,领导者在对处理危机时的展现其对安全的价值和假设。,Leader prioritize safety while repose to crisis to exhibit value/assumption of safety.,领导者在安全上以身作则和示范。,Lead by example and demonstration.,策略一：安全领导力,Strategy 1: FELT Leadership,领导者在奖惩和地位分配时给予安全成绩以适当权重,领导者利用仪式来强化安全的价值,Leader uses rituals (meeting, new employee orientation) to reinforce safety value.,组织承诺和个人承诺,Organizational commitment vs. personnel commitment,授权但不把安全的责任委托给别人,Empower but no to delegate safety responsibility.,策略一：安全领导力,Strategy 1: FELT Leadership,策略二：安全影响力,Strategy 2: Safety Influencing,“Ritual”, “Symbol” and other,artifacts,will create the environment for safety culture to grow.,安全影响力是透过,表象（人工制品及创造物） 及其它组织行为来营造所需的组织气氛。,延伸学习内容,Extended Learning,操作纪律（执行力）,Operating Discipline （Execution),社会化,Socialization,谢谢！,THANKS！,